joint board meeting - l.a. trust for children's health · thursdaydecember 14, 2017 l 4:00 pm...

ThursdayDecember 14, 2017 l 4:00 pm - 7:00 pm Elizabeth Learning Center

4811 Elizabeth Street, Cudahy, CA 90201

THE L.A. TRUST BOARD OF DIRECTORS MEETING

Agenda

1. Welcome & Introductions 2. Tour of Wellness Center 3. Organizational Structure 4. Consent Agenda 5. Executive Director Report BREAK

6. Committee Reports 7. Adjourn

Wellness Center @ Elizabeth Learning Center

SOUTH CENTRAL FAMILY HEALTH CENTER GENEVIEVE FILMARDIROSSIAN

Mission It is our mission to

improve the quality of life for the diverse communities of South Los Angeles and Southeast Los Angeles County by providing affordable and comprehensive health care and education in a welcoming and multi-cultural environment.

We aim to lead the way in health care in South Los Angeles, as the premier provider and employer of choice offering comprehensive, high quality, affordable, efficient and culturally responsive services

About Us 36 years of providing

Healthcare service to geographically and economically underserved individuals and families

Received Federally Qualified Health Center (FQHC) status in 2002

At the forefront of addressing healthcare disparities in a competent and linguistically appropriate manner. SCFHC has more than 184

staff members of which 28 are clinicians who provide the direct medical services, treatment and care to patients.

Need in SCFHC Service Area Health & Access Indicators 2015 Los Angeles Health Survey, found

that out of 32,942 people in the SCFHC service area, 12.6% children aged (3-17 years old) were not able to afford dental care & check ups in the past year

January 2017, LA County Dept. of Public Health Needs Assessment ascertained that 56.9% of adults in SPA 6 and 46.9% in SPA 7 were not able to see a dentist or have a dental visit in the past year. 10.4% of children in SPA 6 and 11.5% in SPA 7 were not able to afford dental care in the past year either

In 2013, 0.8% of total SCFHC patients accessed dental services introduced that year, 30% of total patients accessed dental services in 2017

Lack of access to dental care continues to be burden on low income population of SCFHC service area

Achievements @ SCFHC Clinic Sites SCFHC Dental Care Center, Wellness Center at Jefferson

High School, and SCFHC Huntington Park clinic offer dental care services Huntington Park clinic has four dental operatories, patients

requesting dental care from E.L.C. are seen here

#1 service requested at the Wellness Center at Jefferson High School is Dental work Two dental chairs

Children have been missing less school since the opening of our school-based clinic sites

Achievements @ SCFHC Clinic Sites Opened Dental Care Center

at 4415 S. Central in October 2017

6 new dental operatories doubled SCFHC’s overall dental capacity

SCFHC Dental director Dr. Ryan Huang is doing collaborative work with seven elementary schools in LAUSD to do dental screenings for children in Kindergarten – 1st grade, as part of new mandate for children to have a dental screening prior to enrollment

Wellness Center @ E.L.C. Clinic opened in August 2016

Currently open three days a week, seeking to expand hours of operation as full-time license is acquired

Women’s and Men’s Health, Primary Care, Pediatrics, Mental Health, and Family Planning Services

Serves and engages nearly 2,000 students, including teachers Students are able to access by

having written consent from parent or guardian

Student Engagement is maintained through The Health Governance Club

Partnership with Padres Lideres and First 5 LA for a Health Education Alliance

Wellness Center hosts weekly parent-yoga classes, in 2016 the classes only had 3 participants. 20 participants in 2017, showing an 83% increase

133 patients were seen between Aug. and Nov. 2016; 250 patients were seen between March and May 2017 Patients are seen by physician,

nurse practitioner, and receive managed care

Outreach at W.E.L.C. Yoga Classes Event Tabling Enrollment Advice Student tours Stress management

Events National Health Center

Week Celebration, August 9, 2016 Over 300 attendees

Holiday Event and Toy Giveaway, December 21, 2016 130 bags were

given to parents who provided their contact information, and approximately 300 Ella Fitzgerald Foundation books to children

Elizabeth Learning Center Health Fair and Spring Fest, April 4, 2017 56 attendees: 20

mothers, 36 children, with 12 appointments made

Aug. 2016

Dec. 2016

Apr. 2017

www.ginaairey.com Rise Up to Your Vision [email protected]

The L.A. Trust for Children’s Health

Board Only Briefing

December 14, 2017

Organizational Design

June - December 2017


Table of Contents

11

Section Slide

Project Overview and Interview Key Findings..…………………………………….……….

Theory of Change………………………………………………………………………………….……….

Capability Maps…………………………………………………………………………..………...........

Organizational Charts…………………………………………………………………………….........

Other Recommendations…………………………………………………………………………..….

3

5

7

19

25


Organizational Design Project Overview

12

Project Purpose Enhance organizational effectiveness, impact, and sustainability by recommending changes to the organizational structure and staff practices that will meet current and anticipated need

What We Did Gathered and analyzed data:

• Conducted 1:1 interviews with all 16 staff members • Shadowed team meetings/retreat • Gathered input from Board at Board retreat • Job descriptions, strategic plan, grant obligations, organizational chart, and vendor agreements

Based on data analysis and current and anticipated organizational needs, created:

• Summary of interview findings for Executive Director and Program Directors • The L.A. Trust Theory of Change 2.0 • Maps of needed organizational capabilities according to capability type and ownership by leadership

position; conducted a capability gaps assessment • Updated and restructured organizational charts for Oct-Dec 2017, Jan-Mar 2018, after March 2018, and

after June 2018

Assumptions and Constraints In our analysis and presentation of recommendations, we operated within these constraints:

Our primary charge was to optimize the structure and roles of current staff We did not assess the competency of individual staff


Related to Strategic Capabilities Organization is heavily reliant on Maryjane—need to engage in succession planning and delegation of some

responsibilities centralized in ED Confusion and frustration among staff about The L.A. Trust’s theory of change and program model—is The

L.A. Trust a backbone organization, direct service provider and/or best practice developer? Need to clarify for staff which current activities are for short-term sustainability and which are part of long-term approach to achieving desired impact

Related to Programmatic Capabilities Need full-time supervision and in-person/increased oversight of staff and day-to-day operations to support

early-career staff and increase accountability, efficiency and modeling Lack of program management ownership and oversight of program budgets decreases efficiency and

demands too much involvement by ED in day-to-day programmatic/grant management (e.g., pre-approval of small purchases)

Staff working on student engagement have questions about the effectiveness of the current approach Related to Enabling Capabilities

Lack of clear and realistic expectations for fund development and grants management roles and capacity, including division of responsibilities throughout grant cycle between Development and Program staff

Need to evaluate vendors for efficiency, effectiveness, and cost (including TeamCFO, HR consultant) Day-to-day administration and IT tasks are taken on by various staff, and sometimes fall through the cracks.

Sustainability plan needed for administrative and IT support—as appropriate, build into staff responsibilities and/or outsource when particular expertise needed

13

Interview Key Findings Related to organizational structure and practices


Theory of Change

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Lead and Convene -Collect and analyze data to link student

health & achievement -Facilitate learning & knowledge sharing

-Conduct research and evaluation to identify best practices

-Mobilize funding and partnerships -Advocate for policies and resources that

address systemic barriers to health

Support Wellness Centers and Networks

-Support physical WC sites as centers of integrated, trauma-informed care

-Cultivate support for WCs from health insurers, providers, and other funders &

stakeholders -Co-develop and co-implement programs to

develop best practices

Engage, Educate, and Collaborate with Communities in Areas of Highest Need -Engage students & local communities to promote & advocate for student health,

community health & access to care, provide education, & collect feedback

-Build public will (communities, policymakers, funders)

-Co-develop career pathways for LAUSD students

LAUSD grads run community-responsive Wellness Centers and Networks

Wellness Centers and Networks are being used by students & communities Wellness Center and Wellness Network operations model is sustainable

Healthy, college and career-ready students & Healthy families, schools, and communities

School communities champion wellness and Wellness Networks

Students, families, and communities in areas of highest need have access to physical, mental, and oral care, preventative strategies, and supportive services

Wellness Centers and Networks are operating using best practices, including responsive care delivery based on evidence, national standards, and a population health approach

Policymakers, policies, & insurance/managed care providers support and invest in Wellness Networks

The L.A. Trust for Children’s Health | Theory of Change 2.0 (draft 12.6.17)

Data systems are aligned throughout Networks and tracking impact

5

http://thelatrust.org/


Capability Maps

16

www.ginaairey.com Rise Up to Your Vision [email protected] 17

What are capabilities? Think “capacity + abilities” Required to fulfill vision/theory of change/strategy One leader ultimately responsible for each At organizational level: Delivered through people (employee/vendor/in-kind) with

individual competencies but describe what organization as an entity is able to do Must be mapped before charting structure Defining the 3 types of capabilities: Strategic Capabilities Needed to chart the course of the organization and secure

highest level resources

Programmatic Capabilities

Needed to deliver specific programs/services/products

Enabling Capabilities Needed to provide the infrastructure for other capabilities

Capabilities Mapping Defining Terms


Strategic Capabilities

Strategic Visioning &

Planning Governance Advocacy:

District Policy Advocacy:

Local/County Policy

External Communications

& Public Relations

Partnership Cultivation & Management

Advocacy: State & Federal

Policy


Collective Impact: Backbone &

Coordination

Collective Impact: Convening & Shared

Learning

Student Health Advocate

Development

Parent & Campus

Engagement

Wellness Center: Sustainable Model

Development

Career Pathway Development

Data Systems & Analysis

Best Practices: Development and

Delivery

Program Research & Evaluation

Oral Health Prevention Services

Public Health & Population Health

Focus

Enabling Capabilities

Grants & Contract Management Human Resources

Development: Foundation,

Corp & Government

Technology Maintenance &

Support Legal

Finance, Accounting & Bookkeeping Talent Management

Development: Individual & Major

Gifts

Internal Communications

Which Organizational Capabilities Does The L.A. Trust Need? Dictated by Strategic Plan & Business Model

Note: Detailed capabilities for each are in subsequent pages. For example, HR includes: recruiting, compensation & benefits. Talent Management includes onboarding, training, performance management.

8


Detailed Core Capabilities: Strategic

External Communications & Public Relations

• Marketing & communications strategy

• Brand development & integrity

• Crafting narratives & storytelling

• Online presence, including social media

Strategic Visioning & Planning

• Long-term visioning & theory of change articulation

• Strategy articulation

• Strategy implementation planning

• Managing and reporting implementation progress

Governance

• Board & committee structure

• Board recruitment & development

• Financial & investment oversight

Advocacy: District Policy

• Policy goals/agenda

• Advocacy strategy

• Ally cultivation & relations

• Policymaker relations (Board of Education; LAUSD & SHHS leadership)


• Partner identification, qualification, cultivation (SHHS, LAUSD, FQHCs, insurance providers, other nonprofits, funders)

• Relationship development

• Relationship management

Advocacy: Local/County Policy



• Ally cultivation & relations

• Policymaker relations (County Board of Supervisors & Deputies; City of LA)

Advocacy: State & Federal Policy



• Ally cultivation & relations (coalition participation)

• Policymaker relations (through coalitions)

9



• Co-develop career pathway opportunities with partners & stakeholders

• Support student training relevant to career pathways

Collective Impact: Backbone & Coordination

• Guide collective vision & strategy

• Support aligned activities among partners

• Establish shared measurement practices

• Support efficiency, capacity & communication

• Mobilize & direct funding for shared initiatives


Learning

• Convene partners

• Facilitate, track & build capabilities for reflection & knowledge-sharing

• Increase quality, efficiency, capacity & capability thru knowledge-sharing

• Increase collaboration

• Recognize partners’ achievements

Student Health Advocate Development

• Student engagement programming

• Teach & build advocacy skills, health & public health knowledge

• Support student-led efforts


• Shared metrics

• Shared data systems development & management

• Reporting & data analysis to show impact

Parent & Campus Engagement

• Up awareness of health issues & services

• Collect input from parents/campus stakeholders

• Build trust & supportive relationships with parents/campus communities

• Support partners’ community engagement to up support & action

Best Practices: Development & Delivery

• Design & deliver programs to hone best practices

• Work with & learn from other providers to identify best practices

• Utilize best practice research

• Document & update model of school-based health


Development

• Support providers to maximize billing & reimbursement

• Mobilize funding

• Develop systems & practices to maximize efficiency

• Develop profitability model with/for providers


• Conduct research into existing WN programs to measure impact & inform continuous improvement

• Mobilize funding for research & evaluation

• Set desired, program-specific metrics & use to evaluate


• Sustain & enhance treatment services & education

• Expand reach

• Evaluate services & report on learning, outcomes, impact


Focus

• Ensure all programs & services use a population health approach at all levels of prevention/intervention

• Provide staff with continuing education on how to apply

10

Detailed Core Capabilities: Programmatic


Grants & Contract Management

• Tracking of grants, grant requirements, & report due dates

• Managing fulfilment of all contract/grant requirements

Human Resources

• Recruitment

• Compensation & benefits strategy & management

• Payroll

• Operational/ transactional HR

• Succession planning

Development: Foundation, Corp, &

Government

• Fund development strategy & plan

• Grant & report writing

• Relationship cultivation & management

• Identification of funding streams

• Database management & analysis

Technology Maintenance & Support

• IT strategy

• Obtaining & maintaining IT infrastructure (hardware & software)

• IT support: training, troubleshooting, regular maintenance

• IT security

Legal

• Contracts & policies oversight & drafting

• Compliance


• Internal communications strategy

• Internal meeting management

• Internal communication logistics (non-meeting)

Development: Individual & Major Gifts

• Fund development strategy & plan

• Relationship cultivation & management

• Event planning

• Database management & analysis

Talent Management

• On-boarding

• Training & other professional development

• Supervision & support

• Performance goal-setting & review

Bookkeeping, Accounting & Finance

• Financial planning & analysis

• Financial system management

• Financial risk management

• Budgeting

• Bookkeeping

• Reporting

• Taxes

11

Detailed Core Capabilities: Enabling




Planning Governance Advocacy:

District Policy Advocacy:

Local/County Policy

External Communications &

Public Relations



Policy


Collective Impact: Backbone &

Coordination


Learning


Development

Parent & Campus

Engagement


Development




Delivery




Focus


Grants & Contract Management Human Resources


Corp & Government


Support Legal

Finance, Accounting & Bookkeeping Talent Management


Gifts


What Is Current Status of Each Capability? Solid? Some Gaps? Or Big Gaps Compared to What We Need?

= Solid

= Some Gaps

= Big Gaps

Note: We assessed status based on an evaluation of organizational capacity & individual competencies required to fulfill current strategic objectives. Solutions to gaps may require changes in structure, FTEs, staffing, training, funding etc. See following 3 slides for our evaluation, as well as how we think the proposed new structure will support solutions.

12


Capability Gaps Assessment Strategic Capabilities

13

Capability Status Why? How does new structure support solution?

Strategic Visioning & Planning

Gap between desired outcomes and having a plan to get there

ED capacity freed up by re-delegation of ownership of key capabilities (e.g. development, finance); Director-level team will grow, increasing number of staff with responsibilities for strategic thinking

Governance Composition of Board (e.g., Board of Education reps); Board Members not reaching service goals

Shifting Board composition (no more Board of Education reps) and revisiting committee structure

Advocacy: District Policy Capacity ED capacity freed up by re-delegation of ownership of key capabilities (e.g. development, finance)

Advocacy: Local/County Policy

Capacity, Lower strategic priority ED capacity freed up by re-delegation of ownership of key capabilities (e.g. development, finance)

Advocacy: State & Federal Policy

Capacity, Lower strategic priority No change. Still not a priority for available capacity. Continue to rely on partners for capability (e.g., State Alliance, Coalitions).


Capacity, Previous Director of Development focused on proposals and grant management

ED capacity freed up by re-delegation of ownership of key capabilities (e.g. development, finance); Growth in Development staff; Promotion to new Associate Program Director role creates capacity for more programmatic partnership development

External Communications & Public Relations

Capacity; Inability to fill Communications Manager role

Development Director will assume ownership from ED for this capability; Communications Manager position still to be filled, temporary capacity through consultant; Communications & Marketing Associate changed to Communications & Development and reporting aligned under Development

= Solid

= Some Gaps

= Big Gaps


Capability Gaps Assessment Programmatic Capabilities

14



Capacity, Stage of implementation Promotion to new Associate Program Director role creates capacity for more oversight of this capability and in-person time with network partners; Re-distribution of capabilities for Program Director and Associate Director

Collective Impact: Convening & Shared Learning

Capacity, Stage of implementation Promotion to new Associate Program Director role creates capacity for more oversight of this capability and in-person time with network partners; Re-distribution of capabilities for Program Director and Associate Director

Student Health Advocate Development

Capacity, Strategy/Challenges with Model

Promotion to new Associate Program Director role creates capacity for more oversight of this capability and in-person time with network partners; Re-distribution of capabilities for Program Director and Associate Director

Parent & Campus Engagement Capacity, Strategy, Campus prioritized but not parents, Stage of implementation


Wellness Center: Sustainable Model Development

Strategy, Stage of implementation ED capacity freed up by re-delegation of ownership of key capabilities (e.g. development, finance); Board to focus on this area following strategic discussion at August 2017 retreat and Executive Committee/Operations Committee to pursue ROI research

Career Pathway Development Strategy, Stage of implementation, Capacity

Re-distribution of capability from ED to Program Director

Data Systems & Analysis Stage of implementation, funding Development consultant to create fund development plan; Growth in development staff; Data Manager position added to staff in next fiscal year (after June 2018)

Best Practices: Development & Delivery

Time, Capacity, Questions about strategic approach


Program Research & Evaluation Stage of implementation, funding, capacity

Development consultant to create fund development plan; Growth in development staff; Data Manager position added to staff in next fiscal year (after June 2018)

Oral Health Prevention Services Funded, staffed, strategy in place, evaluation in place

N/A

Public Health & Population Health Focus

Capacity, funding Re-distribution of capabilities to open up capacity for Program Director and Associate Program Director to oversee this capability

= Solid

= Some Gaps

= Big Gaps


Capability Gaps Assessment Enabling Capabilities

15


Grants & Contracts Management

Capacity, Service issues with TeamCFO, Poor division of responsibilities among L.A. Trust staff

Contracts and Grants Manager position created and filled; Development Director position created (to manage Contracts and Grants Manager); Ending TeamCFO contract; Capability shifted from ED to Development Director

Human Resources Capacity, Poor division of responsibilities among L.A. Trust staff

Continue to use York Holmes as contractor (for comp and benefits advice and sourcing candidates); more delegation of responsibilities related to HR among staff (e.g., Executive Assistant to support recruitment, onboarding) and clarity for staff about roles and responsibilities related to HR; Capability to shift from Executive Director to Finance Director/Controller

Development: Foundation, Corp & Government

Capacity, No fund development plan/strategy

Contracted temporary capacity for Development Director (as consultant) and Grant Writer (as consultant); Development Director, Grant Writer, and Contracts & Grants Manager positions created; Hired Contracts and Grant Manager; Capability shifted from ED to Development Director


Capacity, No fund development plan/strategy

Contracted temporary capacity for Development Director (as consultant) and Grant Writer (as consultant); Development Director and Grant Writer positions created; Capability shifted from ED to Development Director

Technology Maintenance & Support

Capacity (no dedicated staff for this) Short term solution: Executive Assistant to take on more responsibilities related to this capability; Capability shifted to Executive Director from Program Director

Legal All needs met by pro bono services from Davis Wright Tremain

N/A

Finance, Accounting & Bookkeeping

Capacity, Service issues with TeamCFO, Poor division of responsibilities among L.A. Trust staff

Finance Director/Controller and Senior Contracts and Grants Manager positions created; Executive Assistant to provide administrative support for bookkeeping; Ending TeamCFO contract; Capability ownership transferred from ED to Finance Director/Controller

Talent Management Capacity, Consistent processes & practices

New supervision structure reduces load for ED/Directors (i.e., Associate Program Director and C4C Program Manager to take on additional managees, reducing load for Program Director, future Development Director to supervise all Communications staff)

Internal Communications Capacity Re-distribution of capabilities to open up capacity for Program Director to oversee this capability; Executive Assistant to take on more responsibilities related to this capability

= Solid

= Some Gaps

= Big Gaps


Maryjane Puffer Sang Leng Trieu Jeanne Aguinaldo Vanessa Briseño


Planning Governance




Development

Grants & Contract Management


& Public Relations


Collective Impact: Convening &

Shared Learning


Parent & Campus

Engagement


Corp & Government


Advocacy: Local/County

Policy



Focus


Policy


Development


Delivery


Support

Legal Career Pathway Development


Talent Management

Human Resources



Gifts

Which Leader Is Now Responsible for Which Capabilities? (As of June 2017)




Note: This illustrates who owns what part of what the organization needs to do. Re-mapping the capabilities is a part of considering alternative structures.

16


Executive Director Program Director and Associate Program Director Development Director Finance Director


Planning Governance

Collective Impact:

Backbone & Coordination



Development


& Public Relations




Collective Impact:

Convening & Shared Learning


Parent & Campus

Engagement

Grants & Contract

Management

Human Resources


Policy

Advocacy: Local/County

Policy


Public Health & Population

Health Focus



Corp & Government

Legal Wellness Center:

Sustainable Model

Development

Best Practices: Development and Delivery



Talent Management


Support

Which Leader Will Be Responsible for Which Capabilities? (To Be)




17


Organizational Charts

28


General Corrections to Org Charts • All consultant roles changed to orange boxes to denote contractor role (see key) • FTEs and spans of control added for each role (see key) • Non-supervisorial reporting/accountability relationships added (dotted lines)

PHASE 3 After June 2018 (at earliest): Add Associate Director as Chief of Administration and Programs

• Associate Director (new #2 position) created • Staff Data Manager created

PHASE 1 NOW October 2017-March 2018: New professional staff for key enabling capabilities currently juggled

by ED/Vendors • TeamCFO to be phased out. Replaced by Finance Director/Controller and Contracts & Grants Manager • Development Consultant and Grant Writer hired on 6-month contract • Continue search for Communications and Marketing Manager • Communications and Marketing Associate position title change to Communications and Development

Associate (as of January 1, 2018) • Create Associate Program Director position to increase in-person supervision; transition to single Program

Director (Senior Program and Research Manager (Rosario Rico) promoted to Associate Program Director; will manage 5 individuals as of January 1, 2018)

• Research Associate Robert Renteria promoted to Program Manager (as of January 1, 2018) • Supervision of Health Educator Esther Yepez shifted to C4C Program Manager

PHASE 2 After March 2018: Consolidate program leadership; build and refine internal Development team

• Eliminate Student Engagement Director position • Staff Development Director and Grant Writer positions created (to take over for consultants) • Development Director takes over supervision of Communications and Marketing Manager and

Communications and Development Associate

29

Organizational Charts Summary of Phased Updates

Board of Directors

Executive Director [2]

Finance Director/Controller

The L.A. Trust Organizational Chart—Leadership Preview After June 2018 Add Associate Director as Chief of Administration and Programs

Associate Director [3]

Program Director

Data Manager (Reporting relationship

TBD)

Development Director

Line Key

Reporting relationship

Informal reporting relationship

Box Key

Blue The L.A. Trust Staff

Orange Contractor/Consultant

[#] Brackets next to job title = number of supervisees

Draft 12/8/17 30

Board of Directors

Executive Assistant (1 FTE)

Ruth Mercado

HR Consultant York Holmes

Program & Research Associate

(1 FTE) Kelly Bui

Health Educator (1 FTE)

Lillian Ortiz

Senior Program & Research Manager [1]

(1 FTE) Rosario Rico

Contracts & Grants Manager

(1 FTE) Nancy Vega

Student Engagement Director [3] (.65 FTE)

Jeanne Aguinaldo

Project Coordinator (1 FTE)

Nina Nguyen

Student Engagement Program Associate

(1 FTE) Christian Beauvoir

C4C Program Manager [1] (1 FTE) OPEN

Oral Health Program Manager

(1 FTE) Hani Tajsar

Oral Health Program Manager (.2 FTE)

Frances Walsh

Research Associate (1 FTE)

Robert Renteria

Finance Director/Controller (1 FTE) OPEN

The L.A. Trust Organizational Chart—Board approved changes for October 2017-March 2018* New professional staff for key enabling capabilities currently juggled by ED/Vendors

Database Developer Consultant

Nishu

Program Director [5] (1 FTE)

Sang Leng Trieu

Grant Writer (.8 FTE)

Amanda Yang

Communications & Marketing Associate

(1 FTE) Krystle Gupilan

Executive Director [4] (1 FTE)

Maryjane Puffer

Box Key Blue The L.A. Trust Staff


[#] Brackets next to job title = number of supervisees exclusive of contractors

Line Key



Communications Consultant (.5 FTE) OPEN

Development Consultant [1] (1 FTE)

Michele Broadnax

*6 month timeframe is because that is the length of the contract for the Development Consultant


Esther Yepez 31 Draft 12/8/17

Line Key



Board of Directors


Ruth Mercado

HR Consultant York Holmes


(1 FTE) Kelly Bui


Lillian Ortiz

Associate Program Director [5]



(1 FTE) Nancy Vega


Nina Nguyen




Esther Yepez

Program Manager (1 FTE)

Robert Renteria



Nishu

Grant Writer (.8 FTE)

Amanda Yang

Communications & Development Associate

(1 FTE) Krystle Gupilan


Maryjane Puffer

The L.A. Trust Organizational Chart—January 2018 – March 2018* Consolidating programmatic leadership; building and refining internal Development team

Development Consultant (1 FTE)

Michele Broadnax




Draft 12/8/17 32


(1 FTE) Hani Tajsar


Frances Walsh


Sang Leng Trieu

C4C Program Manager [2] (1 FTE) OPEN

Communications & Marketing Manager

(1 FTE) OPEN

* Shift to 1 Program Director will take place Feb. 1 at latest

Line Key



Board of Directors


Ruth Mercado HR Consultant York Holmes


(1 FTE) Kelly Bui


Lillian Ortiz

Associate Program Director [5]



(1 FTE) Nancy Vega


Nina Nguyen




Esther Yepez

Program Manager (1 FTE)

Robert Renteria



Nishu

Grant Writer (1 FTE) OPEN

Communications & Development

Associate (1 FTE)

Krystle Gupilan


Maryjane Puffer

The L.A. Trust Organizational Chart—After March 2018 Consolidate program leadership; build and refine internal Development team

Development Director [4] (1 FTE) OPEN




Draft 12/8/17 33


(1 FTE) Hani Tajsar


Frances Walsh


Sang Leng Trieu

C4C Program Manager [2] (1 FTE) OPEN Communications &

Marketing Manager (1 FTE) OPEN


Recommendations for:

-Shifts in Processes and Practices

-Implementation of Organizational Design

34


Strategic Visioning and Planning • Delve deeper with staff and board into collective impact and role of a backbone (understanding of these core

concepts is low/confused for many) • Explore whether interventions focused on influencing individual wellness behavior change should be part of The

L.A. Trust’s Theory of Change • Downsize, eliminate or pause the summer internship program (which takes significant staff time and isn’t directly

related to The Trust’s strategic plan or theory of change)

Governance • Develop a policy for use of reserves (Board task) • Succession planning (Board task)

Internal Communications • At the end of all conversations and meetings: confirm action plans and mutual understanding • At the end of Directors’ meetings, review: Who else (who is not in the meeting) needs to know what? Who will

tell them? By when? • Streamline staff-to-Board progress reporting process (tracked in Smartsheet at the time our assessment was

done)

Talent Management • Increase in-person oversight of staff at the office and on location; maximize co-location of supervisors and staff • Conduct 360 reviews (for ED and Directors, if not all staff)

Contracts and Grants Management • Whenever starting a new grant, have a meeting with all relevant staff (including development team and program

team members) so all are on the same page about roles, responsibilities, requirements, due dates, budget, etc. • Give more budget oversight and ownership responsibilities to Directors/grant-funded project leaders

35

Improving Strategies, Processes, and Practices Recommendations


Executive Assistant (Ruth Mercado)

On JD but not doing: • Managing the strategic plan • Many of the financial duties listed

Not on JD but doing it: • Doing more Board stuff than it says

Research Associate (Robert Renteria)

Not on JD but doing: • All SBIRT work • Work for small grant at 2 campuses

Senior Program & Research Manager (Rosario Rico)

Not on JD but doing: • Database exchange system—supporting,

giving insight • Asthma—School environmental asthma

committee (statewide)

Student Engagement Associate (Christian Beauvoir)

On JD but not doing: • Website • Charitable giving campaign

Not on JD but doing: • Backup for other WCCs • Travel with students—e.g., LB for statewide

conference, NC, DentaQuest • Supplemental survey workgroup • Being part of adult ally redesign, access

workgroups • Webinars and trainings as assigned • Video project for career pathways

Program & Research Associate (Kelly Bui)

Not on JD but doing: • Student engagement data • Y2Y planning • Running Internship program

36

Note: these recommendations are based on discrepancies that arose during interviews with staff in August 2017. Some may no longer be relevant based on shifts in responsibilities.

Job Descriptions Recommendations for Amendments

www.ginaairey.com Rise Up to Your Vision [email protected] 37

Oct-Dec 2017 Jan-April 2018 May-June 2018 After June 2018 Begin transition

from TeamCFO

Begin transition planning for staff changes

Focus on creation of fund development plan and sourcing new more sustainable funding

Onboarding and integration for new hires (e.g., Contracts and Grants Manager)

Complete transition from TeamCFO

Maryjane and Sang provides training and mentorship for Rosario in new role

Recruitment for Development Director, Grant Writer, Communications and Marketing Manager

Onboarding and integration for new hires (e.g., Finance Director/Controller)

Implement transition plans for staff responsibilities based on org structure shifts, including responsibilities related to student engagement work, IT, Board support

Support staff to process organizational changes and ensure smooth transitions of responsibilities to ensure minimal disruption and ongoing high-quality work

Update job descriptions as needed

Onboarding for Development Director, Grant Writer, Communications and Marketing Manager

Assess readiness for promotion to Program Director for Rosario

Sang shifts to Data Manager role. Program Director role filled by Rosario or another individual

For Board and Director Review Only

Implementing Change Recommendations for Pacing Implementation


Rise Up to Your Vision!

Consent Agenda

Minutes of June 2017 Board Meeting 2018 Slate of Officers New Members

Executive Director Report

Staffing Update Strategic Plan Update Clifford Beers Housing

MOTION

Satterberg Foundation Site Visit

FY 2017-18 Strategic Goal Status through

September 2017

1.1 Optimize Wellness Phase 2

Phase One (Started) Phase Two

Drew Middle School LAUSD Feb 2018

Holmes ES LAUSD Summer 2018

Telfair LAUSD Summer 2018

Jefferson High Modernization WC Manual Arts Expansion WC Feb 2018

Santee High New WC Summer 2018

Hyde Park ES New WC Feb 2018

Fremont High Expansion WC Feb 2018

Birmingham LAUSD Jan 2018

MacClay Middle School New WC Jan 2018

Mendez High New WC Feb 2018

Roosevelt High Modernization New WC

Strategic Plan & Org. Updates

Status Description

• New partnerships established with Healthy Start &40 schools targeted for Kinder Screening

• Healthy eating active living program @10 sites • 1050 community members provided comprehensive Sex Ed training • 32 LAUSD staff trained on child health insurance enrollment

1.2 Expand Access

1.3 Improve WC Performance Status Description

• Established new sets of Wellness Center best practice priorities for 2017-2018 • Substance use prevention and treatment training (SBIRT) • Student Advisory Board Inventory completed


Status Description

• 3 parent and student seminars on asthma prevention provided at Carson’s Back to School Night

• Health Educators conducted 273 SPARK Physical Education classes across 8 sites, delivered physical activity equipment to 9 schools and conducted 8 ReThink Your Drink Lessons.

• Pre/post surveys indicated 45% increase in moderate to vigorous physical activity and 41% increase in walking behaviors amongst students

1.4 Foster a population health focus


Status Description

• Conducted 4 legislative visits to advocate for school-based health centers, and reauthorization of CHIPRA and protection of the ACA repeal efforts

• Presented to the CA Dental Society to improve partnership for Kinder mandate and advocate for special event coverage

• Working with Blueprint for Wellness Committee • Multiple partner sign on letter supporting child health, women’s reproductive rights and

DACA

2.1 Advocate for legislative policies

2.2 Develop student health advocates Status Description

• Reassessing Student Engagement programs; inconsistent level of commitment on SAB participation and Adult Ally retention

• 4,125 students reached through local SAB STD prevention and awareness campaigns


Status Description

• Phase 1A completed with 4 Wellness Center sites submitting their data for the dashboard uploads

• Data xChange demonstration to key stakeholders and funders took place August 29, 2017

• Data xChange Phase 1B kick off was held on September 21st with an informational webinar led by Nishu Varma

3.1 Develop centralized database

Status Description

• Communications & Marketing Manager VACANT • Communications and Marketing workgroup is in the process of investigating Wellness

Center schools and their website promotion of the Wellness Center • Website development is being finalized with an improved user experience • Creation of Wellness Center advocacy profiles

3.2 Develop marketing & promotions as shared services across WCs


Status Description

• Hiring of Contracts and Grants Manager • teamCFO transition beginning • Finance Manager/Controller being recruited • Audit underway • Org Redesign begun and advancing • Grantwriter and Fund Development Consultants hired

3.3 Administrative Infrastructure

Sheikh-A-Thon Beautification Day

Committee Reports

1. Finance Committee Report 2. Audit Committee Report 3. Fund Development Report 4. Operations Committee Report 5. Policy Committee Report 6. Nominating Committee Report

Finance Committee Report

Purpose: Ensure that The L.A. Trust abides by best practices in financial management and holds high standards for fiduciary responsibility

Approval of 2017-18 1st Quarter Financials MOTION

Audit Committee

Auditors’ Report

Purpose: To ensure that The L.A. Trust abides by best practices in financial management and is free from audit exceptions.

Presentation of 2017 Audit Results

©2015 RSM US LLP. All Rights Reserved.

AGENDA

The Audit Team

Scope of Engagement

Audit Strategy

Summary of Audit Results

AU 380 Auditors’ Required Communication to those Charged with Governance

Recently Issued Accounting Standards

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AUDIT TEAM

Gilbert R. Vasquez Managing Partner

Linda Narciso Engagement Partner

Arlene Cembrano Concurring Review Partner

Jonathan Agot Audit Manager

Bill Melendez Staff Auditor

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Financial Statements Audit of Student Health Support SVCs Fund dba The

Los Angeles Trust for Children’s Health

SCOPE OF ENGAGEMENT

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AUDIT STRATEGY

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UNMODIFIED OPINION

Audit performed in accordance with auditing standards generally accepted in the United States of America

The financial statements fairly present, in all material respects, The L.A. Trust’s:

Financial position Results of operations Changes in net assets Cash flows

Vasquez & Company LLP assisted in the preparation and word processing of the financial statements; The L.A. Trust management reviews, approves, and accepts responsibility for those financial statements

REPORT OF INDEPENDENT AUDITORS

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Audit Focus Area Risk/Concerns Findings Cash and cash equivalents Misappropriation of assets.

We confirmed material bank balances as of June 30, 2017. We performed test of bank reconciliation statements as of June 30, 2017. We performed test of controls over cash receipts and disbursements.

No material exceptions were noted.

Grants receivable Receivables/revenue are recorded in the proper period.

We confirmed selected grants receivable as of June 30, 2017. For non-replies, we examined the supporting invoices performed tests of subsequent receipts, as applicable. No material exceptions were noted.

Accounts payable and accrued expenses

Material unrecorded liabilities We selected disbursements after June 30, 2017 to test whether expenses pertaining to FY 2017 were properly accrued. There were no material unrecorded liabilities noted.

AUDIT AREAS OF EMPHASIS

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Audit Focus Area Risk/Concerns Findings Net assets Improper classification of the net

assets as to restrictions.

On a test basis, we obtained and reviewed contributions and grant agreements for proper revenue recognition. No material exceptions were noted.

Expense allocation Improper method to allocate costs. We reviewed the schedule of functional expense’s allocation and determined that the method for allocating costs to programs were reasonable and appropriate for its size and operations. No audit adjustment was recorded to The L.A. Trust general ledger as of June 30, 2017.

AUDIT AREAS OF EMPHASIS

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Statements of Financial Position

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2017 2016 Amount %ASSETS

Current assetsCash and cash equivalents $ 882,060 $ 639,797 $ 242,263 38%Short-term cash investments 203,025 202,313 712 0%Grants receivable 840,589 1,068,039 (227,450) -21%Other current assets 873 - 873 0%

Total assets $ 1,926,547 $ 1,910,149 $ 16,398 1%

LIABILITIES AND NET ASSETSCurrent liabilitiesAccounts payable and accrued expenses $ 229,264 $ 435,578 $ (206,314) -47%Deferred revenue 31,084 - 31,084 0%

Total liabilities 260,348 435,578 (175,230) -40%

Net assetsUnrestricted 644,618 522,126 122,492 23%Temporarily restricted 1,021,581 952,445 69,136 7%

Total net assets 1,666,199 1,474,571 191,628 13%

Total liabilities and net assets $ 1,926,547 $ 1,910,149 $ 16,398 1%

June 30 Variance


Statements of Activities

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Temporarily Temporarily Unrestricted restricted Total Unrestricted restricted Total Amount %

Revenues and support

Contributions $ 1,248,429 $ 1,425,397 $ 2,673,826 $ 2,176,120 $ 918,000 $ 3,094,120 $ (420,294) -14%Interest and other income 6,122 - 6,122 3,404 - 3,404 2,718 80%Special event (net of cost of $42,587) 13,178 - 13,178 - - - 13,178 0%Release from restriction 1,356,261 (1,356,261) - 861,993 (861,993) - - 0%

2,623,990 69,136 2,693,126 3,041,517 56,007 3,097,524 (404,398) -13%

ExpensesProgram services 2,255,342 - 2,255,342 2,764,672 - 2,764,672 (509,330) -18%General and administrative 218,912 - 218,912 231,794 - 231,794 (12,882) -6%Fundraising 27,244 - 27,244 64,644 - 64,644 (37,400) -58%

2,501,498 - 2,501,498 3,061,110 - 3,061,110 (559,612) -18%

122,492 69,136 191,628 (19,593) 56,007 36,414 155,214 426%

Net assets at beginning of year 522,126 952,445 1,474,571 541,719 896,438 1,438,157 36,414 3%

Net assets at end of year $ 644,618 $ 1,021,581 $ 1,666,199 $ 522,126 $ 952,445 $ 1,474,571 $ 191,628 13%

Change in net assets

Variance2017 2016

Total revenues and support


AU 380 - Auditors’ Required Communication to Those Charged with Governance

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REQUIRED COMMUNICATIONS

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Auditors’ responsibilities – Our responsibilities have been described to you in our engagement letter dated October 27, 2017.

Overview of planned scope and timing of financial statement audit – We have issued a separate communication regarding scope and timing of our audit.

Accounting principles – Management has primary responsibility for the accounting principles used, including their consistency, application, clarity and completeness.

Accounting policies and practices – We find that The L.A. Trust’s significant accounting policies and

practices are appropriate and management has applied its policies and practices consistently with prior periods in all material respects.

Unusual Transactions – We noted no transactions entered into for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Estimates – Receivable is the only account subject estimate of realizability. We found management’s estimates to be reasonable and based on knowledge and experience about past and current events.

Audit adjustments – There are no proposed audit adjustments.


Disagreements or difficulties with management – None

Consultations with other accounting firms – Management has advised us that there were none.

Significant issues addressed with management prior to retention – None

Significant difficulties encountered in performing the audit – None Irregularities, fraud or illegal acts – No irregularities, fraud or illegal acts involving senior management, or

that would cause a material misstatement of the financial statements, came to our attention as a result of our audit procedures.

Independence – We confirm that we are independent of The L.A. Trust within the meaning of the independence, integrity and objectivity rules, regulations, interpretations, and rulings of the AICPA, the State of California Board of Accountancy, the Government Auditing Standards, and other regulatory agencies.

Management’s Representations – Management will provide us with a signed copy of the management representation letter.

REQUIRED COMMUNICATIONS

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RECENTLY ISSUED ACCOUNTING STANDARDS

ASU NO.

TITLE EFFECTIVE DATE FOR NON-PUBLIC ENTITIES

2017-07 Compensation – Retirement Benefits – Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost

TBD

2017-05 Other Income – Gains and Losses for the Derecognition of Nonfinancial Assets – Clarifying the Scope of Asset Derecognition Guidance and Accounts for Partial Sale of Nonfinancial Assets

Fiscal years beginning after December 15, 2018

2017-04 Intangibles – Goodwill and Other – Simplifying the Test for Goodwill


2017-02 Not-for-Profit Entities – Consolidation: Clarifying When a Not-for-Profit That Is a General Partner or a Limited Partner Should Consolidate a For-Profit Limited Partnership or Similar Entity


2017-01 Business Combinations: Clarifying the Definition of a Business


2016-18 Statement of Cash Flows: Restricted Cash Fiscal years beginning after December 15, 2018

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RECENTLY ISSUED ACCOUNTING STANDARDS

ASU NO.

TITLE EFFECTIVE DATE FOR NON-PUBLIC ENTITIES

2016-17 Consolidation: Interests Held Through Related Parties That Are under Common Control


2016-16 Income Taxes: Intra-Entity Transfers of Assets Other Than Inventory


2016-15 Statement of Cash Flows: Classification of Certain Cash Receipts and Cash Payments


2016-14 Not-for-Profit Entities: Presentation of Financial Statements of Not-for-Profit Entities


2016-12 Revenue from Contracts with Customers: Narrow-Scope Improvements and Practical Expedients


2016-10 Revenue from Contracts with Customers: Identifying Performance Obligations and Licensing


2016-08 Revenue from Contracts with Customers: Principal versus Agent Considerations (Reporting Revenue Gross versus Net)


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CONTACT INFORMATION

Linda Narciso, Audit Partner

Email : [email protected]

Telephone : (213) 873-1700 ext. 243

Jonathan Agot, Audit Manager

Email : [email protected]

Telephone : (213) 873-1700 ext. 248

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mailto:[email protected]

mailto:[email protected]


QUESTIONS?

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THANK YOU FOR YOUR TIME AND ATTENTION

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MOTION

Fund Development Committee Report

State of the Committee

Purpose: To set the vision for and manage the overall fundraising strategy.

The Los Angeles Trust for Children’s Health

6 December 2017

Introduction to Pay For Success

What is Pay for Success?

A PFS Feasibility Study is a journey.

We understand the destination, which is

positively impacting the trajectories of LAUSD

Students

The PFS Feasibility Process enables us to

map the best path towards achieving that

goal

Let the findings provide direction. We need to

understand how to measure that impact both in terms of outcomes and

cost-effectiveness

We can’t do it alone. We need engage and

empower communities and key stakeholders to help drive this project

Government prioritizes social problem (In this case, State of CA, LAUSD, City/County of L.A.)

Service provider has solution. (In this case, Wellness Centers or components of Wellness Centers)

Philanthropy/Impact Investors provide upfront capital

Intermediary manages project Evaluator measures success.

Success metrics can include health and educational outcomes.

Government repays investors from savings if results are met. (In this case, State of CA, LAUSD, City/County of L.A.)

PFS Process

Prerequisites of a solid PFS project

1 2 3

4 5 6

What is the need?

Identify a targetable, high-need population that is aligned with the end-payor’s priorities.

Who needs to be engaged?

Convene, educate and empower local leaders and help them engage with national experts.

What is the solution?

Develop an economic model to determine value to the end-payors and lenders involved in the project.

Can we verify that success occurred?

Assess whether necessary data is available to track the success of the intervention over time.

What does success look like?

Identify an evidence-based intervention that can be rigorously evaluated and implemented with program fidelity.

How can we fund it?

Investigate whether sufficient government and commercial/ philanthropic funding exists to finance the project.

Components of a Traditional PFS

1 2 3

4 5 6

Target Population in need

Front-End Payor Intervention with Evidence Base

Strong enough to reasonably project the likelihood of success on a specific target population

Measurable Outcome

That is meaningful to the back-end payor (government)

Rigorous Evaluation

To verify that success was attributable to the intervention

Back-End Payor

Usually government. The entity that “pays for success”

Willing to fund the intervention, assuming a reasonable chance of success. Usually an “impact investor” or philanthropy

The people served. Identified through intensive qualitative and quantitative analysis

PFS HAS CLEAR BENEFITS.

INCREASED ACCOUNTABILITY

GOVERNMENTS AND DONORS ONLY PAY FOR WHAT WORKS

OUNCE OF PREVENTION

FUNDING STABILITY FOR PROVIDERS

STRONG EVALUATION METHODS

Transparency in public procurement, government values, and decision-making processes.

Payments are made only if outcomes are successfully met.

With upfront funding, working capital is available more quickly and helps drive resources to prevention rather than remediation.

Service providers are guaranteed funding for a period of years to run the program.

PFS projects build the field of education through rigorously evaluating programs—we’re finding and driving resources to “what works.”

Nominating Committee Report

Purpose: Support the Board in identifying and developing new board members to advance The L.A. Trust’s work

New Directors’ Commitments Bylaws changes:

Liaisons SHHS Director Designee Governance Committee The Brown Act Sweep and delegation to

Executive Committee

Brenda Flores

Thank you!

Announcements February 10, 2018: The Tooth Fairy Convention June 21, 2018: Summer Solstice

HAPPY HOLIDAYS!

joint board meeting - l.a. trust for children's health · thursdaydecember 14, 2017 l 4:00 pm...

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